Section C Flashcards
The most important resource in a companny is….
Therefor what is also important
The people (employees)
HRM is also important because it manages these valuable resources
What are the 3 elements to the Strategic HRM model
Find the right people
Develop and effective workforce
Maintain an effective workforce
4 steps for attracting the right people
- Human resource planning (what the future needs will be)
- Job analysis (recruit the right type of people and match them to the appropriate job)
- Recruiting (finding people who fit the planning and analysis)
- Selecting (get candidates and go through applications, do job interview etc).
3 steps of developing employees
- Training (induction, on the job learning, task focused)
- Development (future focused, broaden skills)
- Performance appraisals (usually anually, adressing things to work on)
4 steps to maintaining employees
- Compensation and benefits (life insurance, health insurance, car etc)
- Health and well-being (responsible for wellbeing - te whare tapa wha)
- Labour relations
- Terminations
Indicators of effective performance management
- Organisational productivity: increased output, lower errors
- Individual performance: reduced turnover, reduced stress, high job satisfaction
- Compliance: low levels of conflict, improved health and safety
Leadership =
The ability to influence people towards the attainment of organisational goals
What are sources of power to consider in leadership (2 categories)
Position power
1. Legitimate power = derived from a persons job/ position
2. Reward power = ability to provide rewards
3. Coercive power = ability to punish others
Personel power
1. Expert power = regarding the person as an expert
2. Referent power = characteristics of respect, admiration etc.
One of the best ways of leadership is through…
Empowerment
3 types of leaders
- Autocratic = authority
- Democratic = delegates
- Laissez-Faire = relaxed
2 types of behavioural leadership approaches
People oriented
- All about the people
Task oriented
- All about getting work done
Blake and Moutons leadership grid
Country club management
- People focused
Team management
- Care about people and task
Middle of the road management
- Balance
Impoverished management
- Minimum effort or care for either
Bad area
Authority-compliance management
- High stress, just care about goals
Bad area
2 contingency theories
- Fiedlers contingency theory
Best of both worlds - people and task oriented - Hersey and Blanchards situation theory
3 components: task behaviour, relationship behaviour, follower readiness state
Transactional leaders vs Transformational-Charismatic leaders
1 = Task focused, initiates structure, provides rewards, clarrifys roles
2 = people who we think are amazing
4 kinds of followers
Alienated
- critical and passive
Effective
- high critical thinking
Passive
- will do anything, passive, not critical
Conformist
- slightly critical
Taylorisim wanted a …. follower
But today we want a ….. follower
Passive
Effective
Intristic vs Extrinsic reward
Intrinsic =
Come from inside
Internal satisfaction received in the process of performing an action
Extrinsic =
come from outside
Reward given by another person
3 needs theories
- Maslow Hierarchy of needs theory
- ERG theory
- Herzbergs Two factor theory
Maslows hierarchy of needs theory
BOTTOM OF PYRAMID
1. Psychological needs - basic needs for survival
- Safety needs - financial and physical safety
- Belongingness needs - social connections
- Esteem needs - feeling valued
- Self-actualisation needs - realising your full potential and are becoming the best version of yourself
TOP OF PYRAMID
Maslow was specific in….
And said…
The order of the needs
If one of the needs are not met, we immediately fall to that level to try and fix it
ERG Theory of needs
Modification of the Maslow hierarchy
1. Existance needs - essential things like food
2. Relatedness needs - social and status
3. Growth needs - intristic motivators
Herzbergs two factor theory
Even simplier model
1. Motivators - job satisfactioners
2. Hygene factors - job disatisfactioners
Cognitive theories + 3 types
The isolation of thinking patterns used in determining how to act
Equity
Expectancy
Goal-setting
Equity theory
Adams
Focuses on individuals perception of how fairly they are treated compared to others
Feeling like there is favouritisim is bad
Expectancy theory
Vroom
Proposes that motivation depends on indiviudals expectations about their ability to perform tasks and receive desired rewards.
Effort which leads to…Peformance which leads to…Outcomes
Valence =
The value you place on an outcome
Goal setting theory
Locke and Latham
Motivation by setting speciifc, challenging goals that are accepted by subordinates
The goals must be:
- Specific
- Challenging - not easy
- Accepted
- Have feedback
Law of effect - 4
Positive reinforcement = increase behaviour to get result
Negative reinfrocement = increase behaviour to avoid result
Punishement = decrease behaviour to avoid result
Extinction = stop behaviour
Job design =
Application of motivational theories to the structure of work
5 types of job design for motivation
Job simplication - reduce tasks the employee must perform
Job rotation - systematically moves employees from one job to another - so they can see bigger picture and not just feel like a cog in the wheel
Job enlargement - new challenges
Job enrichment - recognition, high level motivators
Job characteristics model
Is money a good motivator?
Why/ why not?
No
Association between salary and job satisfaction is weak
Does not indicate employee engagement
A focus on extrinsic rewards can diminish intrinsic motivation
Diversity - people work for different values
What is a good motivator instead of money?
Intrinsic motivation
Stronger predictor of job performance
Communication =
The process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behaviour in some way
Communication process
Message - decides what to sent
Encode - select signals to compose message
Channel - carrier of communication
Decode - translation into meaning
Feedback - two way
What to minimise in communication
Noise
Pyramid of channel richness - in order
- Face to face
- Telephone
- Electronic messages
- Memos, letters
- Formal reports
3 types of communication channels
- Formal - in chain of comand
- Team - in a team
- Personel - with self
3 types of formal communication
Downward = Companny leaders and managers share information to low level employees
Upward = Information moving from lower level employees to high level employees
Horizontal = the exchange of information across departments at the same level
Centralised = communicate through one individual to sole problems or make decisions.
Decentralised = team members communicate freely and arrive at a decision together
2 types of team communication channel
Centralised network - through one individual
De-centralised network - altogether
Key points for crisis communication
Maintain focus
Be visible
Get the aweful truth out
But communicate a vision for the future
A team =
A unit of two or more people who interact and coordinate their work to acomplish a speciifc goal
There is a difference between a … and a …
Group and a team
5 good and bad team characteristics
Good:
Trust
Healthy conflict
Commitement
Accountability
Result oriented
Bad:
= contrast
2 types of teams
- Formal teams: created by the organisation as part of the formal organisation structure
a. Vertical team = manager and their employees
b. Horizontal team = same level employees with different areas of expertise. - Self directed teams
a. Provlem solving team = 5-12 employees from the same department to improve work envrionment
b. Self managed team = 5-20 multi skilled workers.
Points to consider for building the right team:
Size - small is better (5-7)
As size increases, so does the number of free riders
Diversity - want diversity for creativity, very powerful to have a diverse team
Member roles - task focused and people focused roles
6 stages of team development
Pre stage: all are individuals, starting to put a team together
Forming: ice breaking
Storming: conflict stage, getting things on the table
Norming: finding a way of working together and mesh
Performing: cooperation
Adjouring: seperating but hopefully being left with a positive experience
6 causes of conflict in teams
Scarce resources
Communication fail
Power and status difference - no equality
Goal differences
Lack of trust
Boredom
Noise
Distractions and forces that tend to distort the message
Eg; culture and language barriers between sender and receiver
Noise can lead to people misinterpreting a message which can lead to conflict
Free riding
Where individuals work less because their colleagues will complete the task for them
What is the best structure for a team
Smaller - more discussion, less free riders
Odd numbers - better for coming to decisions as there is no chance for an even split in the group
What does fielders contingency theory outline
Task oriented leaders do better in favourable or unfavourable situations while relationship oriented leaders excel in moderately favourate situations
So rather than expecting leaders to change their style, it proposes placing leaders in situations that match their style for results
What theory contrasts Fielders one + details + why
Hersey-Blanchard Situational leadership
Suggests that leaders should adapt their style to fit the teams needs in each situation:
R1 = unable and insecure or unwilling
R2 = unable but confident or willing
R3 = able but insecure or unwilling
R4 = able and confident and willing
